InterAction Reviews

Gossip culture is extremely toxic. The team I was on holds grudges like no one else. They frequently intentionally messed up up and delayed projects and tasks simply because they didn't like the employee they were supposed to be working with. They would also assume that everything other people at the organization do is meant to explicitly "disrespect" them. Additionally, management regularly used incredibly biased and offensive language to describe women at the organization. Management also "tested" (their words, not mine) me during my first few weeks by messaging me after hours on Fridays. Additionally, micro-aggressions run rampant at the organization, and many employees (including those in upper management) said things that could be considered racist or offensive to marginalized people.

InterAction must navigate a rapidly changing sector and despite a heavy focus on this issue by senior leadership, organizational changes are slow to take hold, in part because of the consultative nature of coalitions, and the need for member buy-in. While InterAction staff understand these challenges, communication between the senior executive leadership and the staff is relatively poor, with final decisions framed often as consultative, transparent sharing, with little real opportunity for input. And while high level, existential conversations continue, day-to-day operational issues that have a direct impact on InterAction staff go unaddressed. Senior leadership is often pre-occupied with its external relations - members, donors, etc. - but needs to spend more time with their hard working staff who need leadership, stronger communication, and to be empowered to improve InterAction's work culture and opportunities.